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Perioperative Services Strategic Partner Review Session #1 – Dean’s Meeting

Perioperative Services Strategic Partner Review Session #1 – Dean’s Meeting. Karen Weaver, RN, MA Dr. Alex Vandergrift Dr. Susan Harvey Director Surgical Director Director

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Perioperative Services Strategic Partner Review Session #1 – Dean’s Meeting

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  1. Perioperative ServicesStrategic Partner Review Session #1 – Dean’s Meeting Karen Weaver, RN, MA Dr. Alex Vandergrift Dr. Susan Harvey Director Surgical Director Director Surgical Services Perioperative Services Dr. Scott Reeves Dr. Barton Sachs Professor and Chairman Associate Executive Medical Director Anesthesia

  2. Perioperative ServicesManagement Team Peggy Anthony, RN, MSN Jodi Weber, CRNA Rick Cunningham, RN, BSN, CRCST Manager Manager Interim Manager ART OR ART Anesthesia Sterile Processing Nancy Knapp, RN, CNOR, BSPA Wendy Ewing, CRNA Joseph Sistino, MBA Interim Manager Manager Manager Main OR Main Anesthesia Life Support

  3. Perioperative ServicesManagement Team Dee San, RN, MBA Nancy Kitten, CRNA Pat Aysse, RN, MSN Manager Manager Program Manager Ambulatory OR Ambulatory Anesthesia Perioperative Services Jeff Fuller, MBA Carol Lane Analytics Manager Business Manager Perioperative Services Perioperative Services

  4. Tab 1 • COM Departments involved in SP • SP Strategic Goals (3-5 year big bets) • 2010-2011 Progress towards Strategic Goals • What is going well in SP? • Opportunities for improvement in SP • SP Leaders input on SP as a structure Tab 2 – SP Goal (LEM) Performance • Executive Summary – Annual LEM Performance • Executive Summary – 2011 Pillar Performance YTD • 2011 LEM Monthly Report Card Tab 3 – SP 5/10 Plans • Performance YTD towards goal • Plan Tab 4 – SP Dashboard Tab 5 – SP Miscellaneous Reports • Performance Metrics Dashboard • SPD Dashboard

  5. COM Departments involved in SP • Significant • Anesthesia & Perioperative Medicine • Surgery • Gynecology • Neurosciences • Oral Surgery • Orthopedic Surgery • Ophthalmology • Otolaryngology • Radiology/ Radiation Oncology • Pediatrics • Psychiatry • Urology

  6. In December 2010, we held an open town hall forum in order to allow all staff, nurses, and physicians to vote on each long term big bet and short term initiative. Our big bets are listed with the voting results, which will be used to prioritize our operationalization. Big Bets (3-5 year strategic goals) • Establish a culture in which everyone is valued as a member of the team • Increase volume through influencing the customer (patient & surgeon as two separate customers) • Create a flexible and efficient business model that meets the changing environment of Healthcare in the US • Embrace Innovation • Perioperative Services should be recognized as an integral part of the entire clinical enterprise • Promulgate MUSC’s position as an academic leader for research and education

  7. 2010-2011 Progress towards Big Bets • Establish a culture in which everyone is valued as a member of the team • Improved communication and accountability in the OR through: • Piloting a team approach • Enhancing the surgical checklist/time out and sign out • Engaging the Working Specialty Groups to align goals and make progress on improving efficiencies • Training all staff and physicians on IMPROVE process improvement methodology • Increasing the predictability and culture in the OR through a scheduling and case posting standardization initiative, in collaboration with UMA and Department Administrators • Increase volume through influencing the customer (patient & surgeon as two separate customers) • Enhancing the patient experience through: • Empowerment of the site patient satisfaction committees • Improved pre-operative communication with patients and families • Piloting an earlier case scheduling timeline in order to inform patients of case time earlier • Engaging surgeons, department chairs, and division heads in decision making and improvements in the OR through regular communications, working specialty groups, and surgical leadership council • Create a flexible and efficient business model that meets the changing environment of Healthcare in the US • Emphasis on value analysis and fiscal responsibility of staff and physicians at all levels

  8. Strategic Planning efforts and rollout Cost Containment through committees and the 5/5 Plans Working Specialty Groups Continual growth and enhanced productivity Change in culture and Team development and collaboration Embracing Innovation --PICIS Paging --SCIP Initiatives What is going well in SP?

  9. Areas for Expansion • Currently working with the Children’s Hospital Service line on a joint Hybrid Cath Lab • Currently budgeting for hybrid OR at ART for percutaneous values • ART OR’s -New Lung Transplant program and Designated VAD program • Ambulatory Procedure Center (APC) – Complete anesthesia faculty coverage • DDC ART – 3 sites/day • Heart & Vascular EP Lab – 2 sites/day • Peds Cath Lab – 2 sites/day

  10. Better communication with Service Lines Collaboration & Cooperation --Attending Working Specialty meetings --Aligning with strategic needs & plans with SL --Round with SL Utilize technology to drive enhanced patient outcomes & patient satisfaction Turnover Time Project Surgical Safety Checklist enhancement Increasing volume at Ambulatory Procedure Center (APC) Opportunities for improvement in SP

  11. Positives --MAC SL administrative work with SP through Working Specialty Groups to obtain stepdown beds for Plastic Surgery breast flap patients --Better collaboration with needs analysis and impact analysis across the Service Line that affects SP Challenges --Communication from the Services Line to SP --Unclear communication to SL Leaders & Chairs --Better collaboration with needs analysis and impact analysis across the Service Line that affects SP --Lack of Service Lines to SP initiating a collaboration Input on SL as a structure

  12. Tab 2SP Dashboard – Growth & Revenue * * FY 2011 is a projected total using actual results through January

  13. Tab 3Goal Performance • Executive Summary – Annual LEM performance • Executive Summary – 2011 Pillar performance YTD • 2011 LEM Monthly Report Card

  14. SPL Goal (LEM) PerformanceExecutive Summary - Annual Scale 1-5; 4 is goal attainment Green – 4; Yellow – 3; Red - <2.5

  15. SPL Goal (LEM) PerformanceExecutive Summary – YTD Scale 1-5; 4 is goal attainment Green – 4; Yellow – 3; Red - <2.5

  16. Tab 4SP 5/10 Performance YTD • 5/10 Performance YTD • 5/10 Plan Executive Summary

  17. 5/5 Progress – Current Projects List and Estimated Annual Savings

  18. Performance Metrics Dashboard SPD Dashboard Tab 5 SP Miscellaneous Reports

  19. SPD QUALITY ASSURANCE REPORTING – DECEMBER 2010

  20. SPD QUALITY ASSURANCE REPORTING – DECMEBER 2010

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